The world in which we operate moves so quickly that it’s ill-advised for a leader to devote an organization’s undivided attention on one thing or one direction for too long. So in an effort to be nimble and flexible to changing conditions, a leader will make evolving commitments to many markets, funding or technology. But wouldn’t doing so put added stress on people within the organization scrambling to meet all these diverse commitments? How does such decision making impact an organization? What are the pros and cons and how should a leader respond?
Professor Joseph L. Badaracco Jr., John Shad Professor of Business Ethics, Harvard Business School
Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School. He has taught courses on business ethics, strategy, and management in the School's MBA and executive programs. Badaracco is a graduate of St. Lou... More View all posts
Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School. He has taught courses on business ethics, strategy, and management in the School's MBA and executive programs. Badaracco is a graduate of St. Louis University, Oxford University, where he was a Rhodes scholar, and Harvard Business School, where he earned an MBA and a DBA. Badaracco serves on the Faculty Committee of the Harvard Center for Ethics and the Professions, and he is also the faculty chair of the Nomura School of Advanced Management in Tokyo. In recent years, Professor Badaracco served as Chair of the MBA Program and as Housemaster of Currier House in Harvard College. He has also been chairman of the Harvard University Advisory Committee on Shareholder Responsibility and has served on the boards of two public companies. Badaracco has taught in executive programs in the United States, Japan, and many other countries and has spoken to a wide variety of organizations on issues of leadership, values, and ethics. Badaracco's current research focuses on the practical challenges facing responsible leaders in fluid, highly uncertain, intensely competitive environments. He has written several books on leadership, decision-making, and responsibility. These include Defining Moments: When Managers Must Choose between Right and Right, Leading Quietly: An Unorthodox Guide to Doing the Right Thing, and Questions of Character. These books have been translated into ten languages. Less View all posts